论文部分内容阅读
在25年前,管理其实就是控制。管理者提出控制措施、发给工人各种规范要求、并且通过建立正式的结构来保证员工根据指示进行工作。企业都各自为政,很少在合作网络中进行经营。这种运营方式效率很低下,在信息技术革命发生之后其劣势更为明显,为了打破这种运营方式,企业所需要的就是各种管理观念。创新与企业家精神、全面质量管理、6 Sigma 方法、重组以及网络化组织等等,都为管理者提供了证实并且开发新的突破性实践的观念依据。今天,企业不再像25年前那么需要新的观念了(尽管他们仍旧需要新的战略)。他们持续在生产率、效率和机
25 years ago, management was actually control. Managers propose controls, issue workers with various regulatory requirements, and ensure that employees follow the instructions by establishing formal structures. Enterprises are fragmented, rarely operate in the cooperation network. This mode of operation is very inefficient, and its disadvantage is even more evident after the IT revolution. In order to break this mode of operation, what enterprises need is a variety of management concepts. Innovation and entrepreneurship, Total Quality Management, 6 Sigma methods, reorganization and networking organizations, among others, provide managers with a rationale for validating and developing new groundbreaking practices. Today, businesses no longer need new ideas as they did 25 years ago (though they still need new strategies). They continue in productivity, efficiency and machine